Rate Your Comfort Level   

 

Before we get started, how comfortable are you working with employees or colleagues of other generations? What statement below best describes your comfort level with the generational transition taking place in the workplace?

Level 5. "What generational change?"

 

Level 4. "The only thing that matters is the generation of the people in the top positions. The rest just needs to accept it." 
 

Level 3.  "We are aware of the emerging generational changes in our organization but at this point we have just ignored it."

 

Level 2. "We view the generational change as an emerging opportunity."

 

Level 1. "We are actively harnessing the power of the generational change."

The face of work is changing - whether we are on board or not.  Generation Y - often referred to as the Millennials or Nexters - are growing in number and are expected to dominate the workplace by 2015.  We can ignore the obvious or we can embrace and harness the power of the generational change.

Generational Profiles 

 

Each generation's work attitudes, habits and expectations were formed by the historical and social events that took place during its formative years. The rate of technological, social, educational and economic changes in recent decades has accelerated to the point where these different generations have grown up experiencing significantly different events which have shaped value systems.

 

Research has demonstrated that the majority of conflicts arise from value differences. Understanding and appreciating these values will contribute to a more cohesive, collaborative, and productive workplace.

 

As valuable as generational profiles are, we must use the information with caution. It is always dangerous to stereotype different generations' characteristics as individuals within that generation do not always fit the qualities ascribed to them. This is especially true for those individuals who are born on the cusp - close to the end points of their generation - so it is prudent to get a deeper understanding of each individual person rather than to categorize employees solely by their age. 

 

With this proviso, many researchers have developed widely accepted generational profiles. These profiles represent an array of views, values and mindsets, and somewhat fuzzy start and end dates for each generation. I have adopted Zemke, Raines, and Filipczak's profile and dates.

 

Here is a summary of the generations and their preferences.

 

Traditionalists. (1922 - 1943). "An honest day's work for an honest day's pay."

 

Also known as the Veterans, this group have a very dedicated work ethic and respect for authority. They do not like change, nor are they very risk tolerant. They want to be respected so are motivated by messages like, "Your experience is valued." "We appreciate your perseverance."

 

Boomers. (1943 - 1960). "You have to get along to get ahead."

 

Work has been a defining part of Boomer's self worth and how they evaluate others. Most prefer a workplace that provides personal growth and gratification, involves a team orientation, and rewards that included money, titles, and recognition. They are motivated with messages such as, "Your contribution is unique." "You are important; we need you here."

 

Gen X. (1960 - 1980). "I have a life outside of work."

 

Most Gen-Xers seek a balanced personal-work perspective that takes into account their life outside the work place. They thrive in a workplace that is flexible, informal, and offers freedom in regard to how they work, work hours and dress. Gen Xers are motivated with messages like, "We are pretty informal around here." "Feel free to do it your way, as long as the work gets done."

 

Gen Y. (1981 - 2000). "I'll check that out."

Also known as the Millennials or Nexters, most Gen Yers prefer a team oriented workplace and one that takes advantage of their multitasking capabilities. They want to be rewarded for their achievements and their technological savvy. Gen Ys want clear goals to strive for and prefer frequent feedback. Gen Yers tend to be motivated by messages such as: "You will be working with other bright, creative people." "You and your co-workers can help us turn this organization around."

 

It doesn't take much to see how conflict can arise among the generations. Yet, similarities are shared among generations, but they are often overlooked in favour of the differences.

Generational Similarities

  

The Conference Board's research shows that workers from all generations desire many of the same things. Can you guess what they are? Respect, fairness, flexibility and the opportunity to do interesting and rewarding work.

 

In my own research, I found no differences in how engaged employees of different generations were at work or how much spirit at work they had. Organizational citizenship behaviours among employees of different generations were also similar. Surprisingly, there was no difference in intention to quit.  

 

Employees across the generations want many of the same things from their work, their co-workers and their employers. Moreover, there are no differences in ethics between the generations.

 

The Conference Board concluded that many of the supposed differences between the generations were based on perception; not reality. If left unchecked, however, these perceptions can quickly increase misunderstanding and frustration among the generations.

Spirit at Work and the Generations

 

Given the prevailing perceptions, I was surprised that employees of differing generations experienced spirit at work in much the same way. Granted, members in all generations ranged from being highly spirited to highly dispirited at work, but these differences were not as a result of which generation they belonged to.

 

Most employees, regardless of generation, want to be doing meaningful work and know that their work matters. They want to make a contribution through their work, not just collect a pay cheque. Many of the strategies known to foster spirit at work will also set the tone for valuing diversity and will bridge the generational gap.

Set the Tone for Valuing Diversity

 
The single most important thing leaders and manager can do to encourage their employees to value generational diversity is to set the tone for such an environment. Here are five ways to set the tone:
 
1. Become aware of your own values and view. Regardless of position we, too, come from a certain "generational bent." Get to know your own values, what motivates you and how you view the other generations.
 
2. Be a role model. Set the example. Show an appreciation for differences among generations. Publicly recognize strengths from all generations. 
 
3. Focus on the connection; the common good. Concentrate on what unites all employees - the common cause or purpose of the organization. 
 
4.  Follow the "Platinum Rule." Treat others as they want to be treated. Avoid the "one-size-fits-all" management style. Each employee is different. Get to know them and what holds meaning for them. 
 
5. Project positive self-fulfilling prophecies. Project a positive attitude. Assume that all employees are competent and successful until shown otherwise.
Once you set the tone, you are ready to bridge the gap.

Bridging the Generation Gap at Work 

Many organizations are managing generational differences and conflict in the workplace by following what Zemke and co-authors of "Generations at Work" call the ACORN Imperatives. Successful companies use these five operating ideas to build organizations that accommodate differences, exhibit flexibility, emphasize respectful relations and focus on retaining talented and gifted employees. Here are some strategies to get you started:

Accommodate employees' differences. Treat your employees as you treat your customers. Get to know your employees and what is important to them. Make an effort to accommodate their personal scheduling needs, work-life balance issues and non-traditional lifestyles. 
 
Create workplace choices. Allow the workplace to be shaped around the work being done, the customers being served and the people who work there. Shorten the chain of command and reduce bureaucracy. Create a relaxed and informal work environment with lots of humor and playfulness.
 
Operate from a sophisticated management style. Give those who report to you the big picture, specific goals and measures, and then they turn them loose. Give them feedback, reward and recognition as appropriate, but don't micro-manage. Be flexible: practice situational leadership, match individuals to a team and individuals and teams to an assignment. Strive to be perceived as fair, inclusive, and as a good communicator. Be competent.
 
Respect competence and initiative.  Assume the best of your employees. Treat everyone, from the newest recruit to the most seasoned employee, as if they have great things to offer. Take time to hire the right people.  Then motivate them to do their best.
 
Nourish retention. Improve employee retention. Make your workplace a magnet for excellence. Offer lots of training, from one-on-one coaching opportunities to interactive computer-based training to an extensive and varied menu of classroom courses.  Encourage regular lateral movement within the organizations and broaden assignments.

 

The ACORN Imperatives are simple and straightforward.  Yet managers and leaders find it difficult to incorporate in their daily work. Perhaps they get blinded by their own generational values. Implementing the ACORN principles takes work and a different way of looking at how to manage multiple generations. But the rewards are immense.